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MBA Review Magazine:
Knowledge Management: A Framework for IT Sector
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The biggest challenge for IT companies is, not only to deal with knowledge base associated with highly dynamic IT tools and techniques, but managing the knowledge base associated with the complex business processes of multiple clients being handled by various project teams at different locations across the globe is really a mind-boggling task. This article aims to propose a systemic knowledge management framework for IT Sector.

 
 
 

Knowledge Management is one of the emerging disciplines that aims to capitalize on the intellectual capital of an organization. The concept of knowledge represents a mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. In organizations, it often becomes embedded, not only in documents or repositories, but also in organizational routines, processes, practices and norms.

The concept of knowledge management emerged in the mid-1980s. By the 1990s, new technologies, such as Internet, group support systems, search engines, portals, and data and knowledge warehouses, as well as the application of statistical analysis and AI techniques, enriched this domain and helped in making it a buzzword. Nowadays majority of Fortune 500 companies and almost 100% of leading software companies has appointed a Chief Knowledge Officer (CKO) for developing a knowledge sharing framework and culture in the organization.

When we talk about the role of knowledge management (KM) in Software Industry, It is not absolutely different than other knowledge intensive business. Some of the problems that software organizations encounter are very similar to those faced by other organizations, so general purpose KM systems can be used to address them; but other issues are very specific, so special systems are required. The key difference exists in decision-making process of Software companies and that of other production or manufacturing companies. In manufacturing companies, once a decision is taken by top management, the others just comply with it.

However, in software companies, a large amount of decision making process is involved at every stage of software development. Another key difference is associated with the volume and versatility of the knowledge base. Here knowledge required to handle operations of other industries remains limited to the specific domain only but team members of software projects not only deal with frequent changes and upgradations in IT tools and techniques, but also a number of complex business processes of their clients.

 
 
 

MBA Review Magazine, Knowledge Management, IT Sector, Business Processes, Software Companies, Decision Making Process, Software Projects, Open System Architectures, Software Organization, Software Development, Economic Recession, Globalization.